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Transcript of Nestle - Zaka (51)
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D R .
P H I L I P H A L L I NG E R
© ©
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2
List 2 things you think you know about managing
chan e?
List 2 things you need to know about managing
chan e?
© © Dr. Philip HallingerDr. Philip Hallinger
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3
.
changes in organizations
today.
2. Why people always seem to
resist change.
3. Know predictable stages in the
change process.
4. How to manage yourself and
others
during
change.5. Develop strategies for
managing change in life and at
© ©
.
Dr. Philip HallingerDr. Philip Hallinger
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Worksho A enda4
AM Identify key change forces affecting organizations
Review changes at your organizationeg n c ange s mu a on
LunchPM Teams of 3 play computer simulation of IT implementation at
Debrief after each year of change processDay II
ep ay s mu at onDebrief conclusions on successful strategies
LunchPM Principles of effective change in organizations
Apply simulation result to change at your company
© © Dr. Philip HallingerDr. Philip Hallinger
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Detailed Agenda: Day One
5
General
forces anges a our rgan za on
Resistance to Change
Play change simulation Teams play simulation of IT change at Thai company
Implementation proceeds over a 3 year period
Teams get feedback on process and results Periodic debriefing of process and results of teams
Identify emerging lessons, obstacles and successful
© ©
strategies
Dr. Philip HallingerDr. Philip Hallinger
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We live in an age of rapid change.
6
© © Dr. Philip Hallinger
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Consumer Ex ectations are “Global”7
“Consumers around the
world are developing
similar expectations
about what the ou ht
to be able to buy as well
want to buy.”
© © Dr. Philip Hallinger
, . . .
Press.
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What is World Class?
8
s a company we
must
be
competitive
. Each staff member
better than the best counterpart of that class of job anywhere
in the world.”J. Galvin, CEO Motorola
© © Dr. Philip Hallinger
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Chan e is the constant state toda
9
Technology Communication
Media
Leisure
Learnin
© ©
Dr. Philip HallingerDr. Philip Hallinger
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10
______________
______________ ______________
______________
______________
______________
© © Dr. Philip HallingerDr. Philip Hallinger
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Wh or anizations chan e slowl11
“A
world
in
which
c ange s e ru e
would be in chaos.
A society must always have one foot on the brake.”
© © Dr. Philip Hallinger
oo e, . . ea ng c ange. an ranc sco: ossey ass.
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.
List
at
least
3
of
Mr.
Bean’s
.
___________
___________
___________
___________
___________
© © 12
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Wh do we resist chan e?13
Resistance is a natural
healthy
response
oo rap c ange an we
become confused and
ineffective
A bigger change = more
resistance
Many changes at same
time = more resistance
you become a dinosaur
© © Dr. Philip HallingerDr. Philip Hallinger
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People Often Resist Change for Good Reasons
14
. eason or c ange s
unclear
.
aligned with the
2. People are uncertain or
unclear what to do
2. Staff are not involved
3. Poor communication
’
3. Lack of trust4. Lack of leadershi .
change is worthwhile 5. Lack resources
5. People are afraid they
will fail – can’t do it
6. ac now e ge, s
7. Lack confidence
© © Dr. Philip HallingerDr. Philip Hallinger
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15
1. _______________
2. _______________
. _______________
4. _______________
5. _______________
© © Dr. Philip HallingerDr. Philip Hallinger
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Break
© ©
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rgan zat ona art or est o.
Managing Director Board of DirectorsDave
Carol
BethMIS Director
Northern RegionRegional Director
Central RegionAl
Regional Director
Southern RegionRegional Director
Eastern Branch Western Branch Silom Branch Bangkapi Brnach
© ©
Eve
Branch Manager
Owen
Branch Manager17
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18
© © Dr. Philip Hallinger
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Simulation Instructions
19
You’re a project implementation team in an organization.
Goals:
To foster use of IT 2020 over a 3 year period.
To improve productivity.
There
are
24
people
in
the
simulation
(24
game
pieces). Five Stages of Use in the process of adopting change.
u ge : yr one s; yr wo s; yr ree s.
Activities: Choose from 16 activities to foster change.
’ ,
Sometimes your pieces will move;
Sometimes you will also accumulate Bennies.
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Lunch
© ©
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Debriefing: Year I
21
Your progress?
Fostering use of IT2020 (player progress
Increasing productivity (Bennies)?
onc us ons a ou c ange
Pace of change?
s ac es o c ange
Effects of the IT2020 after a year?
’
© © Dr. Philip HallingerDr. Philip Hallinger
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Learnin from Year One
Who are the formal and.
informal leaders you have
How did they help you?
Who are the people who are
very hard to move? What are
What are the roles people play
© © 22
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Followin the Chan e Process
earearActivityActivity
II IIII
tagestages n o, nterest,n o, nterest,PreparationPreparation
n eres , rep,n eres , rep,Early UseEarly Use
rep, ar y se,rep, ar y se,Routine UseRoutine Use
stac esstac es ac exper ence,ac exper ence,support, interest,support, interest,info, knowledgeinfo, knowledge
,,
knowledge, skills;knowledge, skills;
support,support,resources,resources,
ActivitiesActivities Give/Get Info;Give/Get Info;Interest; TrainInterest; Train
Interest, Train,Interest, Train,
ImplementImplement
mp emen a onmp emen a ondipdip
BenniesBennies Very LowVery LowModerate butModerate but
IncreasingIncreasing
ConsolidateConsolidate
HighHigh
© © 23
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Stages of the Change Process
24
Change
. . .
Information Not concerned; don’t understand what, why, or how; notyet interested; need information
Interest Have info, but worried how it will affect me and if I can do
it; Uncertain about benefits; need confidence
Pre aration Interested but lack confidence Learnin how to use afraid of mistakes; need pressure and support
Earl Use Learnin how to use afraid of mistakes need to develoskills, need support /feedback
Routine Use Comfortable with new ractices I need s stem
© © Dr. Philip Hallinger
support/coordination for the best result
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Visit Other “Com anies”25
How did they overcome the
What activities ‐‐ or
se uence ‐‐ hel ed them
move people? What activities gave them
Bennies?
Keep
notes!
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What did you learn from your
visits?
What do you need to do
Write down 2 specific goals for
year two
What will be your strategy for
this next year?
© © 26
Dr. Philip Hallinger
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Welcome to Da II
© © 27
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Detailed A enda: Da Two
28
Review
from
Yesterday’s
Session
Present Change Theory
Replay simulation to improve results
Draw conclusions about successful change
im lementation strate ies
Consider application of the simulation process and
© © Dr. Philip HallingerDr. Philip Hallinger
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Summar From Yesterda29
Match the activity to the staff needs
Gain support and involve managers, leaders, experts, “high
potential” staff
Be clear about the role of managers and leaders
Take
time
to
create
interest Talk to (the right people) 2nd time
se emo an necessary
Involve “INTEREST” staff with PREPARATION staff in the Workshop
movers 2 times
© © Dr. Philip HallingerDr. Philip Hallinger
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Ke Se uences30
Get Admin Support before Bus Unit Activities
Get SOCIAL INFO before TALK TO Leaders
Create Interest before Training (Workshops)
– – ‐ –
Group)
–
& Policy
–
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How to Create Interest
31
a o e r g peop e
Manager
support Social influence of leaders
Energy of high potential and expert groups
Presentation Demonstration
Field Visit (if needed)
. .,
Workshop, Field Visit)
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Followin the Chan e Process32
earearActivityActivity
II IIII
tagestages n o, nterest,n o, nterest,PreparationPreparation
n eres , rep,n eres , rep,Early UseEarly Use
rep, ar y se,rep, ar y se,Routine UseRoutine Use
stac esstac es ac exper ence,ac exper ence,
support, interest,support, interest,info, knowledgeinfo, knowledge
,,
knowledge, skills;knowledge, skills;
support,support,resources,resources,
ActivitiesActivities Give/Get Info;Give/Get Info;Interest; TrainInterest; Train
Interest, Train,Interest, Train,
ImplementImplement
mp emen a onmp emen a ondipdip
BenniesBennies Very LowVery LowModerate butModerate but
IncreasingIncreasing
ConsolidateConsolidate
HighHigh
© © Dr. Philip Hallinger
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Sta es of the Chan e Process33
Change
Information Not concerned; don’t understand what, why, or how; notyet ntereste ; nee n ormat on
Interest Have info, but worried how it will affect me and if I can dot; ncerta n a out ene ts; nee con ence
Preparation Interested, but lack confidence; Learning how to use,afraid of mistakes; need pressure and support
Early Use Learning how to use, afraid of mistakes; need to developskills, need support /feedback
Routine Use Comfortable with new practices; I need system
© © Dr. Philip Hallinger
support/coordination for the best result
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Debriefin Year II & III
34
What can you conclude about progress this year?
at stages ave most o t e peop e move t roug n
this year?
What activities have been most successful?
a sequences ave een mos success u
How did this year differ compared with prior years?
© © Dr. Philip HallingerDr. Philip Hallinger
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Assessin our success
35
Apprentice Use Strategy Recor
to view your progress.
Manager
ee eve . c u(you can return to the
Leader
Expert
.
The levels are basedon:
Change Master– Total Bennies earned:
– Player progress to Early/ Routine Use in 3 years.
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© ©
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ความรสกของเราขณะทมการเปลยนแปลง38
กระตอรอรน
ปฏเสธ
กระปรกระเปรา
กงวล
สะดงตกใจ มอดทน ราคา
มความหวง
กลว ยอมรบ
โกรธ
ไมพอใจ
สรางสรร
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Change Adopter Types
39
Innovators
Leaders
Majority
Resistors
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Innovators40
Change Characteristics:
Like
change,
most
change Small % of people
Outside the mainstream
Provide energy for change
Change Strategies:
Involve them early
Share your vision of change
nc u e em n ac v es
Use their energy
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Leaders41
Change Characteristics:
Open to change, but they
Small % of people
Not alwa s administrators
Provide direction for changeChange Strategies:
Talk to them early
Seek input/opinions
Give t em responsi i ity
Keep talking to them
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Ma orit42
Cautious about change
Large
%
of
people oo o e r ea ers managers rs
Will move with the group
Concerned about ability
Change Strategies:
Explain the rationale
Understand why they resist
Get leaders’ & managers’ support first
Involve in rou activities
Support efforts to change
Use pressure as needed
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The Resistors
43
Resist almost any change
Are not leaders
Others do not follow them
Change
Strategies: Resistance is natural; theirs is too
muc
Talk to them; assess response
’
Involve selectively in groups
Don’t confuse with other types
© © Dr. Philip Hallinger
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Ado ter T es at Your Work lace
44
Innovators
Leaders
Majority Resistors
______ ______
______
______
______
______ ______ ______
______
______ ______
______
______ ______
______
______
______
______
______
______
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Practical Strategies to
© ©
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46
1. Establish a sense of urgency
. .
3. Develop a vision and strategy.
4. Communicate
the
vision.5. Em ower broad‐based action.
6. Create short‐term wins.
. .
8. Make the change stick.
© ©
Kotter, J. (Kotter, J. (19961996).). Leading Change Leading Change .Boston, MA: Harvard Business School Press..Boston, MA: Harvard Business School Press.
Dr. Philip HallingerDr. Philip Hallinger
Why are people and organizations
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Why are people and organizations
com lacent?
“Shot un Weddin ”
© © 47
Dr. Philip Hallinger
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cooperation,sacrifice,
initiative and faith. In an organization of 100,
at least 25 must be willing
to give extra time & effort.
In one of 10,000 the same
,
Lacking urgency, few will
for change.
© © 48
Dr. Philip Hallinger
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Create a crisis
Eliminate obvious excess
Insist that staff talk to
dissatisfied customers,
suppliers Set such high productivity
targets that they can’t be
reached in usual wa s
Put more info on
problems into
Stop measuring dept. performance goals on
Provide info on new
opportunities and rewards
narrow criteria
Send more data on
or company
Use comparative
performance
data
© © 49
Kotter, J. (1996). Leading Change .Boston, MA: Harvard Business School Press, p. 44.)
Dr. Philip Hallinger
C t G idi T
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Create a Guidin Team50
“Because major change is so
difficult to accomplish, a
sustain the process. No one
individual. . . is ever able to do
everything
that
is
needed
to
bring about real change in
organizations. A strong coalition
is needed ‐‐ one with the right
, , ,
and shared goal.”
© © Dr. Philip Hallinger
Kotter, J. (1996). Leading Change .Boston, MA: Harvard Business School Press, p. 52.)
C t G idi T
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Create a Guidin Team51
n e g eop e
Position power
Expertise
Credibility
Leadership
Management
Create Trust
Develo
a
Common
Goal
© © Dr. Philip Hallinger
The Limits of Authorit
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The Limits of Authorit52
“Without the power of
kings, authority alone
s un e y o rea
through the resistance
.
ignore you or pretend
to cooperate while
doing everything
possible to undermine
your e or s.
© © Dr. Philip Hallinger
The Journe of Chan e is Lon
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The Journe of Chan e is Lon53
You need aYou need aVision ofVision of
thethe
Chan eChan e
utcomeutcomeYou need aYou need a
Vision of theVision of the
CelebrationCelebration
ProcessProcess
CoachingCoaching
RumorsRumors
UncertaintyUncertaintyTrainingTraining
PracticePractice
ShockShock Seek SolutionsSeek Solutions
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Effective Visions of Chan e
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Effective Visions of Chan e55
Ambitious enough to
force people out of their
Aim at offering better
Take advantage of
fundamental trends e. .
global, technology)
Shaped by “guiding
coalition”
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Em ower Peo le to Chan e
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Em ower Peo le to Chan e57
ommun cate a sens e
vision to staff
Align information and
personnel systems to
your vision
Align policies and
Confront supervisors
who block chan e
© © Dr. Philip Hallinger
Motivate Peo le to Chan e
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Motivate Peo le to Chan e58
Understand their
va ues
Create mutual goals
Link rewards to their
values and your
mutual goals
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59
both pressure
an support
to make change
happen.“You get a lot more done with
a kind word and a gun, than
” .Al Capone
© © Dr. Philip HallingerDr. Philip Hallinger
Leadershi : Geese or Buffaloes?
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Leadershi : Geese or Buffaloes?60
© © Dr. Philip HallingerDr. Philip Hallinger
The Role of Short Term Wins
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The Role of Short Term Wins61
sacrifices are worth it.
Reward chan e a ents
with a pat on the back.
Help fine‐tune the vision
and strategies.
Undermine cynics and
resisters.
Keep bosses on board.
Build momentum.
© © Dr. Philip Hallinger
Kotter, J. (1996). Leading Change.Boston, MA: Harvard Business School Press, p. 123.)
Make more change
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g
More change, not less as
people’s needs and
More help as new people are
Leadership from senior
mana ement ‐‐ “ur enc ”
Project management and
leadership below the top
Reduce conflicting policies and
practices
© © 62Dr. Philip Hallinger
Make the Chan e Stick
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Make the Chan e Stick
Cultural change occurs
onl after results are
clear
Re uires a lot of talk
before
people
admit
change helped
May require staff turnover
Promotion and
succession are key
© © 63Dr. Philip Hallinger
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Adapt your strategy to meet
’
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.65
To help something grow, you must firstTo help something grow, you must first
have an understanding of what it wantshave an understanding of what it wants
to become.to become.
© © Dr. Philip HallingerDr. Philip Hallinger
Change involves letting go of the past, while
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66
.
“Everyone wants to
go to eaven, ut
nobody wants toe.
Joe Louis
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© ©
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68
Personal Peo le Or anizational
Openness to change
Size
Adopter Types
Communication
Past experience with change Regulation/Bureaucracy
Union
Politics
© © Dr. Philip Hallinger
Summary Lessons
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69
© © Dr. Philip HallingerDr. Philip Hallinger
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Dr. Philip Hallinger
© ©
.